Kara Henry

Formerly Home Care Pulse / Pinnacle Quality Insight

• Led product strategy and operating-model design for recognition products, consolidating historically separate programs into a unified structure with shared terminology, lifecycle stages, ownership, and customer experience.
• Defined the go-forward recognition framework: program hierarchy, measurement cycles, annual recognition, eligibility requirements, participation models, and decision rights.
• Directed product requirements for a unified Recognition Platform, including a public Awards Directory, winner-notification and asset-access flows, digital media resources, legacy-program support, and transition planning.
• Established product and data requirements for scoring and eligibility — calculation ownership, authoritative data sources, verification processes, exemptions, and pre-launch quality controls.
• Helped redesign a program from paid participation to free qualification with optional paid winner benefits, reducing enrollment friction while preserving revenue opportunities.
• Standardized operations across BOHC, CEA, SCB, and GPTW/Fortune through common task structures, RACI assignments, naming conventions, taxonomy, lifecycle documentation, escalation processes, and exception handling.
• Created a decision-management system with structured logs, source-of-authority rules, retained history, and ClickUp as the operational source of truth.
• Built a scalable documentation framework with full-program and task-level SOP templates, standardized AI-assisted prompts, ownership maps, and reference systems.
• Developed Python tools to automate workflows across ClickUp and HelpScout: multi-list exports, bulk field updates with testing and safety controls, cross-program parity checks, tag audits, and decision-log operations.
• Documented the end-to-end BOHC awards data pipeline from source systems through the data warehouse and WordPress, clarifying calculation, synchronization, and verification logic for technical and nontechnical stakeholders.

• Led cross-functional planning and execution for customer recognition programs spanning Product, Engineering, Data, Revenue Operations, Marketing, Customer Success, Sales, and external partners.
• Translated strategic objectives into defined requirements, workflows, owners, dependencies, customer communications, and launch deliverables.
• Developed go-to-market plans and operational frameworks for evolving programs, coordinating customer experience, internal enablement, fulfillment, and ongoing support.
• Built and standardized SOPs for complex recurring programs — scoring, eligibility, data requirements, customer support, asset delivery, partner handoffs, and exception handling.
• Evaluated program changes against customer experience, operational complexity, revenue, partner requirements, and scalability, surfacing trade-offs and unresolved decisions for leadership.

• Developed scalable self-guided software training that reduced the need for individual customer trainings by 20% within eight months.
• Managed and continuously improved customer-facing knowledge bases and support resources, keeping content aligned with changing products and processes.
• Standardized support documentation and workflows following the merger of three companies, reducing complexity across previously separate teams.
• Designed customer journeys for three products, helping teams identify experience gaps, improve handoffs, and build shared understanding of the end-to-end experience.
• Translated recurring customer frustrations and support patterns into actionable opportunities for Product, Engineering, and Operations.

• Reduced customer churn attributed to unmet needs from 9% to 3.4% over 12 months by improving support resources and closing gaps in the customer experience.
• Selected and implemented a customer-facing knowledge-base platform, developed its content, and led adoption that grew utilization from 9% to 30% in one year.
• Led monthly training for Marketing, Support, and Sales for two years, communicating software changes and improving understanding of support processes.
• Partnered with Product and Engineering to improve UX/UI for new features, representing customer needs during development.

• Managed as many as 40 concurrent website builds, coordinating customer requirements, production, revisions, and launch timelines.
• Reduced average start-to-launch time by 20% over three years through workflow and process improvements.
• Handled escalated customer issues during builds, contributing to a churn reduction from 12% to 8% over five years.
• Facilitated cross-department collaboration to standardize policies and workflows, shortening problem-resolution time.